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论文编号：	14769
作者编号：	2120223707
上传时间：	2024/6/8 22:13:49
中文题目：	离职过程对“前员工-组织”关系的作用研究 ——性质分析、行为识别及管理策略
英文题目：	The Effect of Turnover Process on “Ex-Employee-Organization” Relationship——Properties Analysis, Behavior Identification and Management Strategy
指导老师：	袁庆宏
中文关键字：	离职过程；过渡期；前员工-组织关系；前员工角色
英文关键字：	turnover process; transition period; "Ex-employee-Organization" relationship；ex-employee role
中文摘要：	离职过程是离职员工和组织直接互动的最后阶段，也是一个涉及个体、团队和整个组织的动态变化过程。尽管离职领域的研究已从离职概念到离职主体、前因后果等多角度进行了丰富，形成了多种解释离职现象的研究框架。但对于离职事件后端的离职过程却缺乏足够的关注，仅将其视为程序化的例行事件处理，未能深入发掘其潜在的重要价值。事实上，离职过程的完成不仅标志着离职者身份从在岗员工到前员工的转变，更标志着离职者与组织的关系从雇佣关系发展到“前员工-组织”社会关系阶段，值得我们深入研究和探讨。前员工作为组织外部重要的资源群体，具有发挥雇主品牌建设、资源共享、业务合作等积极作用的潜能，为企业创造长期价值，但其若与组织的关系恶化，则可能带来类似于“毒气弹”等负面影响。因此，建立和谐的“前员工-组织”关系，成为确保前员工群体发挥积极价值、降低消极影响的基石。可以说，积极的“前员工-组织”关系如同一颗优质的种子，能够按需激活、适时发芽结果。本文就致力于探讨如何精心播种，以期在未来实现其最大的价值。 研究以离职过程对“前员工-组织”关系的重要作用价值为出发点，从组织和离职者感知的双重视角对离职过程进行了深入探索。在客观上，“前员工-组织”关系可能是积极的或消极的，但本文的重点在于探讨积极关系的形成，旨在降低前员工的负面影响，并提升其积极价值。本文首先以组织中观视角对离职程序与特点、多方参与主体进行了详细梳理与剖析，从员工到前员工转换的身份视角、涌现延续认同的认知视角、人力资源属性泛化的管理视角，创新性提出离职过程是链接“过去”和“未来”的过渡阶段。指出此阶段旨在协助离职员工整合过往的共同记忆、构建未来关系，能够进行修复与重构心理契约、延续建构组织认同、促进前员工角色的进入。 在充分认识离职过程对构建未来关系深刻意义的基础上，本研究通过对22位离职者的深度访谈，并进行文本编码、分析，进一步从离职者感知视角构建了离职者所关注的离职过程中的关键行为维度模型，识别出5个主范畴：支持与资源维度、沟通与交流维度、时间与空间维度、社交活动和网络建设以及感受到的重视和支持程度。并以积极前员工角色的构建为抓手，提出了离职过程管理策略。以期帮助组织充分利用、整合、优化现行例行流程，明确离职过程的“有所为”和“有所不为”，充分发掘并激活离职过程对完成“前员工”角色构建，促进“前员工-组织”长期和谐关系建设中的作用，进一步提升离职员工在未来成为组织潜在资源的价值，补充组织行业生态资源。
英文摘要：	Turnover process is the final stage of direct interaction between turnover employees and organizations, and it is also a dynamic process involving individuals, teams and the whole organization. Although the research in the field of turnover has been enriched from the concept of turnover to the subject of turnover, causes and consequences, and formed a variety of research frameworks to explain the phenomenon of turnover. But there is a lack of attention to the turnover process, which is only treated as a procedural routine, failing to explore its potential important value. In fact, the turnover process not only marks the change of identity of the leaver from the on-the-job employee to the ex-employee, but also marks the development of the relationship between the leaver and the organization from the employment relationship to the "Ex-employee-Organization" social relationship stage, which is worth our in-depth study and discussion. Ex-employees, as a significant external resource group for organizations, possess the potential to contribute positively by fostering employer branding, sharing resources, and engaging in business collaborations, thereby creating long-term value for enterprises. However, when their relationship with the organization deteriorates, it may lead to negative impacts akin to a toxic gas effect. Hence, establishing a harmonious "Ex-employee-Organization" relationship becomes pivotal in ensuring that ex-employee cohorts can contribute positively while mitigating adverse effects. It can be argued that a positive "Ex-employee-Organization" relationship, similar to a high-quality seed, has the capacity to be activated and yield fruitful results as needed. This paper is dedicated to exploring how to sow these seeds meticulously, aiming to realize their maximum potential in the future. This study takes the significant role and value of the departure process in the "Ex-employee-Organization" relationship as its starting point and delves into the departure process from dual perspectives of organization and departing employees. While objectively recognizing that the "Ex-employee-Organization" relationship can be either positive or negative, the focus of this paper lies in exploring the formation of positive relationships, aiming to mitigate negative impacts on ex-employees and enhance their positive value. The paper provides a detailed analysis of the essence and characteristics of turnover process, as well as the involvement of multi-party participants from an organizational perspective, including the transition from employee to ex-employee identity, the cognitive perspective of emerging continuing identity, and the management perspective of generalizing human resource attributes. Furthermore, it innovatively proposes that the resignation process serves as a transitional phase linking the "past" and "future." This phase aims to assist departing employees in integrating past collective memories, building future relationships, repairing and reconstructing psychological contracts, sustaining organizational identification, and facilitating their transition into former employee roles. On the basis of fully understanding the profound significance of the turnover process in building future relationships, this study further constructs the key behavior dimensions model of turnover process from the perspective of leavers’ perception through in-depth interviews with 22 ex-employees, making text coding and analysis. Five main categories are identified: support and resource dimension, communication and exchange dimension, time and space dimension, social activities and network construction dimension, and the degree of attention and support. On the other hand, with the construction of positive ex-employee roles as the starting point, the turnover process management strategy is proposed. All these measures and strategies aim to help the organization to make full use of, integrate and optimize the current routine process, clarify the "doing" and "not doing" of the turnover process, fully explore and activate the turnover process to complete the construction of the role of "ex-employee", promote the condition of "Ex-employee-Organization" relationship in the construction of long-term harmonious relationship, further improve the value of the turnover employees in the future as potential resources of the organization, and supplement the ecological resources of the organization industry.
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